The modern business world sets ever higher demands for leaders. Dynamic technological changes, growing competition, pressure for results, and the need to manage diverse teams make the role of a manager more complex than ever before. However, in addition to external challenges such as adapting to new technologies or managing hybrid work, those in leadership positions must also grapple with internal difficulties, which often remain invisible at first glance.
Imposter syndrome, perfectionism, and professional burnout are three phenomena increasingly affecting managers at all levels of management. Although each has its own causes and symptoms, they share one thing in common – they affect not only the effectiveness of leaders but also their mental health, their relationships with their team and their long-term ability to achieve success. In an era where leaders are expected to have not only competence but also emotional resilience and empathy, understanding these challenges becomes key to building durable and efficient leadership – comments Katarzyna Dąbrowska, HR expert, co-author of the Leadership Mastermind program, a platform for cooperation and knowledge exchange between leaders and mentors.
Three main challenges of leaders
1. Imposter Syndrome – when success becomes a source of doubt
Imposter syndrome is a psychological phenomenon that involves the feeling that despite our successes, we do not deserve our position. People affected by this syndrome in their professional lives often feel that their promotion or position is the result of luck or coincidence, not actual competencies. Research shows that 57% of working Poles experience imposter syndrome, and among managers and people in leadership positions, this percentage may be even higher (Cveasy.pl service and Elephate agency, 2023/2024).
In practice, Imposter syndrome manifests itself through:
– Excessive self-criticism – people in managerial positions often trivialize their achievements, attributing them to external factors such as luck or the support of others.
– Fear of evaluation – fear that others will discover their “imperfections” leads to avoiding risky decisions and taking precautionary decisions.
– Comparing oneself to others – especially in the era of social media, where others’ successes are often exaggerated while their failures are hidden.
Imposter syndrome not only affects leaders’ self-confidence but also their ability to effectively manage a team. A leader who does not believe in their abilities has difficulty making decisions, avoids responsibility, and may have trouble motivating others.
2. Perfectionism – the trap of incessant striving for perfection
Perfectionism, although often viewed as an asset, can become a pitfall for leaders. Healthy perfectionism manifests itself in striving for high standards and caring about quality, but its unhealthy form leads to self-aggression – excessive self-criticism, chronic stress, and the feeling that one is never good enough.
According to research published in the Journal of Personality and Social Psychology, perfectionism among young adults has increased by 33% over the last three decades. This trend is particularly visible among leaders, as the pressure to achieve perfect results often goes hand in hand with responsibility for the team and the organization.
Symptoms of unhealthy perfectionism among leaders include:
– Working overtime – continuous improvement of projects, even when they are already good enough.
– Fear of mistakes – avoiding risk, which hinders innovation.
– Chronic stress – arising from the feeling that one never meets their own expectations.
Perfectionism often goes hand in hand with imposter syndrome. Committed leaders who feel they are not good enough try to make up for it with even more effort, which only exacerbates their problems and leads to another challenge – professional burnout.
3. Professional burnout – the consequence of constant pressure
Professional burnout is a state of chronic emotional, physical, and mental exhaustion resulting from long-term stress and work overload. According to the World Health Organization (WHO), professional burnout has been officially recognized as a syndrome related to work, and its symptoms include:
– Chronic fatigue – both physical and emotional.
– Lack of motivation – a feeling that the work is meaningless or does not bring satisfaction.
– Reduced efficiency – difficulty concentrating and making decisions.
Professional burnout is particularly dangerous because it affects not only the leader’s own effectiveness but also the morale of the entire team.
Currently, as many as 29% of Polish specialists and managers declare experiencing professional burnout (Hays Poland, 2024), and over 80% are at risk (Mercer, 2024). Research from 2024 (Pluxee Poland, formerly Sodexo) indicates that 67% of managers in Poland are struggling with professional burnout. Most often (75% of them) they manage teams of up to 5 people. What does it look like globally? According to a study by the e-platform Capterra, as many as 71% of managers worldwide struggle with stress, work overload, and professional burnout.
Professional burnout often results from the overlapping of imposter syndrome and perfectionism. Leaders who constantly strive for perfection and at the same time feel that they are not good enough, work at full speed, ignoring signs of fatigue and stress. As a result, they lose energy, motivation, and the ability to empathically manage a team – adds Katarzyna Dąbrowska.
How to cope with challenges? Practical strategies for leaders
Imposter Syndrome: How to build self-confidence?
Imposter Syndrome is a phenomenon that can be overcome by working on one’s attitude and creating a realistic picture of one’s own competences. Here are some strategies that can help leaders:
– Regular feedback from the team – Asking colleagues for opinions about your work helps to see how others perceive your competences. This may alleviate the feeling of inadequacy.
– Working with a mentor or coach – The support of an experienced mentor can help identify the source of doubts and develop self-confidence building strategies.
– Documenting successes – Keeping a diary of achievements, in which you record your successes and positive opinions from others, helps reinforce a sense of self-worth.
– Changing the internal narrative – Instead of thinking: “I do not deserve this position”, it is worth repeating to yourself: “I am here because I have the right skills and experience”.
Perfectionism: How to find a healthy balance?
Perfectionism does not have to be destructive if we learn to control it. Here’s how leaders can find a healthy balance:
– Setting realistic standards – Instead of aiming for perfection, focus on achieving “good enough” results. Sometimes 80% of the effort gives 95% of the effect.
– Delegating tasks – People in leadership positions should trust their teams and delegate tasks, instead of trying to control every detail.
– Accepting mistakes – Mistakes are a natural part of the learning process. Instead of demonizing them, they should be seen as a chance for development.
– Time management techniques – Using methods like the Pareto rule (80/20) or the Pomodoro technique can help avoid work overload.
Professional Burnout: How to prevent and restore strength?
Professional burnout is a state that can be prevented by maintaining a balance between work and private life and by applying appropriate stress management strategies. Here are a few practical tips:
– Regular rest – Leaders should remember to take breaks from work, have holidays, and free time that allows for the restoration of strength.
– Physical activity – Sports, walks, or yoga are effective ways to reduce stress and improve well-being.
– Meditation and mindfulness – Relaxation techniques such as meditation or breathing exercises help manage stress and increase mental resilience.
– Seeking support – Conversations with a mentor, coach, or psychologist can help identify the source of burnout and work out coping strategies.
– Building healthy habits – Regular sleep, healthy eating, and avoiding excessive use of stimulants (such as coffee, alcohol) are key elements of self-care.
Engaging leadership: How to build a strong team?
One of the most effective ways to handle challenges is to build a strong, engaged team. Engaging leadership involves:
– Listening to the team – Regular conversations with employees, asking them about their needs and opinions, help in building trust and strengthening the employee’s sense of influence on the company.
– Empathetic communication – Leaders should be aware of the emotions, needs, and attitudes of their employees and individually select management methods and tools. Empathic communication also helps to avoid conflicts or resolve them at the initial stage, making the work atmosphere much better.
– Supporting team development – Investing in training, mentoring, and professional development of employees increases their engagement and loyalty. In companies with a high level of engagement, employees also willingly share knowledge among themselves, developing each other.
– Sharing responsibility – People in managerial positions should involve the team in the decision-making process, which not only reduces their load but also builds a sense of community and impact.
– Indicating the sense of work – An element particularly important for younger generations, who need to attribute meaning to their work. When employees feel they are working for higher goals, they are more engaged.
Continuous development: How to invest in yourself?
Leadership is a continuous development process. Leaders who want to effectively cope with challenges should:
– Participate in development programs – Various projects offer the opportunity to exchange experiences with other managers and acquire new skills.
– Read and learn – Regularly following trends in management, reading books and participating in training helps in professional development.
– Ask for feedback – Regularly asking your team, mentor, or superiors for opinions about your management style allow for continuous improvement.
Leadership is not only taking care of others but also oneself
Imposter syndrome, perfectionism, and professional burnout are challenges affecting an increasing number of people in high positions. In a world where pressure for quick results and constant changes are an everyday life, it’s easy to forget that effective leadership starts with taking care of oneself. A manager who cannot cope with their own emotions, doubts, or stress will find it difficult to inspire and motivate others.
It is worth remembering that leadership is not only about achieving goals, but also creating an environment in which both the person in the managerial position and their team can develop. That is why it is so important for leaders to not be afraid to ask for help, to use mentoring or to participate in development programs. Sharing experiences with other managers and the support of experts can be the trigger for positive changes.
Finally, it is worth asking ourselves: Are we ready not only to lead others but also to take care of ourselves? Because only when a leader is in good mental and emotional condition can they become a true source of inspiration for their team – concludes Katarzyna Dąbrowska.
Awareness of these challenges is the first step to change. Managers who learn to accept their imperfections, seek support, and maintain a balance between work and personal life, are able not only to survive in challenging conditions but also to create strong, motivated teams. Engaging and empathetic management, based on understanding oneself and others, becomes the key to long-term success.
Source: https://managerplus.pl/syndrom-oszusta-perfekcjonizm-i-wypalenie-zawodowe-kiedy-sukcesy-staja-sie-zrodlem-stresu-49959
